Cultural Intelligence Flashcards

(52 cards)

1
Q

CQ Motivation/Drive Definition

A

Motivational CQ refers to an individual’s capability to
direct attention and energy toward learning about and functioning in situations characterized by cultural
differences (Ang & Van Dyne, 2008)

Energy & confidence to cross cultures

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

CQ Cognition/Knowledge Definition

A

Recognise similarities and differences in
cultural systems and values can affect intercultural interactions

  • knowledge of norms, practices and conventions in
    different cultures that has been acquired from educational and
    personal experiences

The knowledge component of CQ includes
culture-general (etic) knowledge (which provides information about rules and norms in
different cultures such as economic systems, political systems, etc.); and
culture-specific (emic) knowledge (which provides information about a complex and
specific environment such as in Japan, decisions are made by consensus).

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

CQ Metacognition/Strategy Definition

A

Heighten awareness of self and others’
thoughts and emotions to plan for intercultural engagement

Metacognitive CQ refers to “an individual’s level of conscious cultural awareness during crosscultural interactions”

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

CQ Behaviour/Action Definition

A

Exercise appropriate speech acts, verbal and nonverbal behaviours in intercultural interaction

Behavioural CQ reflects the “capability to exhibit appropriate verbal and non-verbal actions when interacting with people from different cultures”

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Cultural Intelligence Definition

A

The capability of
an individual, group, or organization to
function effectively in an environment
characterized by cultural diversity.

The capability of
an individual, group, or organization to
detect “rules” &
make shared “rules.”

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Intelligence Definition

A

Intelligence is the ability
to meet the demands
of the environment effectively.
1. General mental ability (IQ)
2. Multiple Intelligences
3. Emotional intelligence (EQ)
4. Social intelligence
5. Practical intelligence
6. Cultural Intelligence

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

CQ - Beyond EQ and IQ

A

IQ: Cognitive Intelligence
* Knowledge & Work Competency
EQ: Emotional Intelligence - Complements IQ
* high quality interpersonal relationships
CQ: Cultural Intelligence - Complements IQ + EQ
* explains the variability in coping with diversity and functioning in new
cultural settings.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Intrinsic Interest Definition

A

Deriving enjoyment
from culturally diverse
experiences

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Extrinsic Interest Definition

A

Gaining benefits from
culturally diverse experiences

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Self-Efficacy Definition

A

Having the confidence
to be effective in crosscultural situations

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Uncertainty Definition

A

Uncertainty is cognitive, refers to what one knows about another and one’s level of predictability about
another.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Anxiety Definition

A

Anxiety is the affective equivalent of uncertainty, refers to the level of discomfort associated with interacting with a stranger.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Bandura’s Self-efficacy Model

A

Enactive mastery - ‘practice makes perfect’
Vicarious modelling - ‘observe role model’
Verbal persuasion - ‘Pygmalion and Galatea effects’
Arousal / initiation - ‘psyched up / be curious’

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Epistemic and empathetic curiosity definitions

A

Epistemic curiosity - Curiosity to acquire new knowledge

Empathic curiosity - Curiosity about the thoughts and feelings of other people

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Unconscious incompetence to conscious competence definitions

A

Unconscious incompetence - You don’t know what
you don’t know

Conscious incompetence - You know what you
don’t know

Conscious competence - You know how to do
something, and it takes effort

Unconscious competence - You know how to do
something, and it is second nature

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Individualism-collectivism definition

A

How people view their relationship with the group

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Power distance definition

A

Extent to which a person expects and accepts unequal distribution of power in a group or society

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Uncertainty avoidance definition

A

Extent to which a person is comfortable with uncertain and ambiguous situations

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Communication context definition

A

Extent to which a person communicates what s/he means directly or indirectly

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Competitiveness definition

A

Extent to which a person desires to do better than others

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

Being-doing definition

A

Extent to which a person values reflection versus action

22
Q

Time orientation definition

A

What time span people consider when making decisions

People with short-term orientation plan for the present. They make decisions based on their short-term outcomes.

People with long-term orientation plan further into the future. They make decisions based on their long-term
implications.

23
Q

Conventional vs sophisticated stereotypes definition

A

a. Conventional stereotypes are typically negative; based on irrational dislikes or likes; and have little
research basis
b. Sophisticated stereotypes (cultural values) are neutral labels based on empirical work of scholars and theoretical concepts.

24
Q

Cultural paradoxes definition

A

a. Allocentrism vs Idiocentrism
b. Unresolved cultural issues
c. Bipolar patterns
d. Role differences
e. Real vs espoused values
f. Value trumping

25
Levels of analysis
Cultures can be studied at: * Individual Level * Group Level * Organizational Level * National Level Why should we be aware of levels issue? * Using nation-level data to predict/explain individual behavior * Be careful of drawing wrong conclusions from research which are at national levels (ecological fallacy) * Cultural values isn’t a substitute for more direct knowledge of person-to-person encounters * Cultural knowledge of values is a useful starting point for cultural thinking, but it is only a starting point.
26
Confirmation bias definition
Seeing and finding evidence that confirms one’s beliefs and ignoring evidence that does not support those beliefs.
27
Availability bias definition
Making a decision based on information that is most readily available instead of on objective information.
28
False consensus bias definition
Overestimating the extent to which others agree with you, the tendency to assume that your beliefs, habits, and opinions are “normal” and that others think the same way.
29
Fundamental attribution bias definition
Believing that one’s own errors or failures are justifiable due to external circumstances, but others’ errors are due to their character or internal factors are cause for greater concern.
30
In-group bias definition
Perceiving people who are similar to you (in ethnicity, religion, socioeconomic status, profession, etc.) more positively.
31
Out-group bias
Perceiving people who are different from you more negatively.
32
Sunk costs definition
Having a hard time giving up on something (a strategy, an employee, a process) after investing time, money, or training, even though the investment can’t be recovered.
33
Framing effect definition
Making a different judgment based on whether the decision is presented as a gain or as a loss, despite having the same objective information.
34
Prefrontal cortex
Thinking brain: responsible for thinking, solving complex problems and making decisions
35
Limbic system
Old brain: responsible for basic emotions and drives (hunger, sex, dominance, etc.) Under threat + high levels of uncertainty, the limbic system responds with very powerful reactions that are very hard for the prefrontal cortex to direct or override.
36
Amygdala
Responsible for survival and the fight or flight or freeze response
37
Our 'operating system'
System 1 - Automatic (Default), Fast, Effortless, Out of voluntary control, Heuristics & Short-Cut System 2 - Controlled (Deliberate), Slow, Deliberate, Influenced by choice, Deep thinking & analysis
38
Inattentional blindness
How people can focus so hard on something that they become blind to the unexpected, and develop inattentional blindness
39
Heuristics and biases
1. Heuristics can lead to cultural biases 2. Biases when manifested unconsciously are acts of discrimination 3. Choose to engage our thoughts and learn to overcome our cultural biases
40
ACCEPT that we are biased 1. Know the biases 2. Know triggers to biases 3. Practise Mindfulness - notice your thoughts and look out for “phrases” LABEL biases 1. Call out stereotyped views 2. Nurture curiosity - Gather more individualized information about people 3. Increase interactions with different kinds of people (Intergroup contact theory) MITIGATE BIASES 1. We are mental misers 2. Our mind creates categories 3. Our brain creates images that are familiar
41
Intergroup contact theory
INTERGROUP CONTACT THEORY for Bias Reduction Intergroup contact hypothesis posits that a variety of conditions in intergroup programs are necessary for bias reduction: 1. intergroup co-operation in activities 2. equal statues within group 3. supportive norms for the group 4. friendship potential 5. communication (intergroup dialogue)
42
Mindfulness definition
The state of being attentive to the present moment without judgment.
43
Ways to cultivate mindfulness
Mindful Breathing Mindful Thoughts & Emotions Mindful Movement: Mindful Walking Mindful Sensory: Eating, Smelling, Touching, etc. Mindful Compassion / Loving-Kindness, Gratitude
44
Mehrabian's Rule
Communication is: 7% Speech Acts 38% Verbal Behaviour 55% Nonverbal Behaviour Speech Acts 1. Direct vs Indirect 2. Succinct vs Elaborate 3. Personal vs Contextual Verbal Behaviour 1. Vocalisation (Articulation & Pronunciation) 2. Vocal Range (Power, Pitch, Pace, Pause) 3. Tone (Emotional Circumplex of Affect) Nonverbal Behaviour 1. Kinesics (Posture, Gesture, Facial Movement) 2. Proxemics (Space) 3. Chronemics (Clock vs Event Time, Monochronicity vs Polychronicity)
45
Response strategies to compliments
Response strategies Self-credentialing: draw attention to one’s abilities, accomplishments (1) Accept / Accept with amendments Self-humbling: verbal restraints, hesitations, & use of self-deprecation concerning one’s performance (1) Reject / Deflect (2) Evade / Avoid self praise
46
Non-verbal communication (etics vs emics)
Etics: Culturally Universal * Emics: Culturally Specific
47
Good posture through Alexander technique
1. Unlearn maladaptive physical habits 2. Return to a balanced state in which the body is well-aligned through a) Heighten self-awareness (Detect) b) Use thought process to restore your original poise (Regulate)
48
Kinesics - gestures
Speech Illustrators Co-speech gestures * extent of use * gesture space Emblems Gestures with specific meaning
49
Kinesics - facial movement
1. Facial Expression * Quantity * Type 2. Eye Movement * Quantity * Type Quantity of Facial Expressions Individual vs Collective orientation a) Individualistic orientation – Australia, Canada and U.S. a) Collectivistic orientation – Japan and Indonesia
50
Chronemics - clock vs event time
Study of human tempo as it relates to human communication Clock Time - Time we read from our clock or watch. Event Time - Focuses on event or activity, rather than time on the clock.
51
Chronemics - P vs M time
Monochronicity (M-time) * View time as linear * Take care of one event at a time Polychronicity (P-time) * View time holistically * Attend to multiple events at the same time
52